Business Model Transformation into a Communication Retailer
First written in FY2022-Q1. 7 of 11 entries say "Advanced", first in FY2023. Latest entry: 2026-10-13.
The whole theme swung hardest in 2025: 1 of 7 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- 2026-10-13AdvancedGovernance
「リアルとオンラインどちらかに偏るのではなく、お客さまに合わせて両方を有効に活用しながらコミュニケーションの濃度を高めていくことへと、「コミュニケーションリテイラー」の力点もシフトしています。」
コミュニケーションリテイラーが、リアル店舗とデジタルの併用による顧客との関係深化と、LTV最大化を軸とするモデルとして具体化した。 - FY2026AdvancedAnnual report
「To steadily realise this long-term business vision, we will once again establish 5 priority growth areas, put in place an organisational structure for their development, execution and monetisation, and promote business development through upfront investment.」
The communication retailer concept took concrete form through 5 priority growth areas covering domestic stores, overseas customers, customer services, the use of customer data and corporate infrastructure, as well as stages of development, execution and monetisation. - FY2025AdvancedAnnual report
「By 2030, we aim to have 10 million active customers across the Group, operating income of ¥35 billion–¥40 billion, and ROE of at least 8%.」
Specific 2030 targets for active customers, operating profit and ROE were added to the communication retailer business model. - FY2023AdvancedAnnual report
「As a “communication retailer,” we aim to continue growing with local communities by providing a wide range of products and services on a personalised basis, building on strong, deep and lasting relationships through direct communication with customers.」
The communication retailer concept continued to take shape as a business model encompassing customer data, online services, home delivery, coordination with physical stores and B2B operations. - FY2023-Q3RestatedAnnual report
「In response to environmental changes accelerated and brought to the fore by the COVID-19 pandemic, including “rapid digitalisation and online migration,” “the transition to a networked society that connects directly with consumers and business partners,” and “the weakening advantage of urban locations,” the Group has positioned “communications retailer” as its target business model」
The company reiterated its policy of becoming a “communication retailer” in response to digitalisation, the emergence of a networked society and the weakening advantage of central-city locations. - FY2023-Q2RestatedAnnual report
「In response to environmental changes accelerated and brought to the fore by the COVID-19 pandemic, including “rapid digitalisation and online migration,” “the transition to a networked society that connects directly with consumers and business partners,” and “the weakening advantage of urban locations,” the Group has positioned “communications retailer” as its target business model」
The policy of pursuing a communications retailer business model was reiterated as a response to digitalisation, a networked society, and the weakening advantage of urban locations caused by the COVID-19 pandemic. - FY2022-Q3RestatedAnnual report
「In response to environmental changes accelerated and brought to the fore by the COVID-19 pandemic, including “rapid digitalisation and online migration,” “the transition to a networked society that connects directly with consumers and business partners,” and “the weakening advantage of urban locations,” the Group has positioned “communications retailer” as its target business model」
The policy of pursuing a “communications retailer” business model in response to environmental changes caused by the COVID-19 pandemic was reiterated. - FY2022-Q1First statedAnnual report
「In response to environmental changes accelerated and brought to the fore by the COVID-19 pandemic, including “rapid digitalisation and online migration,” “the transition to a networked society that connects directly with consumers and business partners,” and “the weakening advantage of urban locations,” the Group has positioned “communications retailer” as its target business model」
Under the new medium-term management plan, “communications retailer” was positioned as the target business model for responding to rapid digitalisation, a networked society, and the weakening advantage of urban locations.